The dysfunction in the engineering organization makes it practically impossible to get anything done. Small tasks usually turn into huge projects because of all the accumulated technical debt and bikeshedding. There's terrible development practices, QA practices, release practices, operations practices, security practices, communication, leadership, death march projects, etc. You name it, CloudLock engineering is bad at it.
Bad practices wouldn't necessarily be a problem if management expended any effort to actually fix the issues. They might occasionally say that they agree with you but nothing ever changes. There have been one or two reorganizations during my tenure, I guess to try to "fix" the problems, but it's still the same ambiguous processes, broken leadership, and teams with ambiguous purposes and no accountability.